How Do We Behave?

We continue our series, looking at creating clarity in your organization. Concepts are based on The Advantage by Patrick Lencioni.

The Advantage, Patrick Lencioni - Create Clarity

What behaviour do you accept in your company? What action will you not accept? 

As you think about your organization’s behaviour, you are defining your competitive advantage. Every company should have a unique value proposition. What are you offering to customers that no one else is offering? The actions that you must take to deliver your unique value is simply codified behaviour that is accepted and reinforced within the organization. 

How We Behave At FortyFour-Three

While it is true that I am the only employee of FortyFour-Three, there are some distinct behaviours that I expect myself and my contractors to exhibit. These behaviours are: 

  • As soon as there is a need identified, step forward to help. If you can’t help yourself, direct whoever needs help to resources or other companies who can help. 
  • When there is a project, we are responsible for every aspect of delivering a good product. If the customer isn’t happy, we didn’t take enough time to figure out what they needed. If a customer doesn’t use our product, we haven’t helped them with the transition and adoption stage. 
  • When questions, requests, or problems arise, we will always begin our response with a ‘Yes.’ Most often the answer will be ‘Yes, and. . . ‘ We will show what it will take to complete the work and what the customer might give up if they choose this path.
  • It is our responsibility to outline the good and the bad of the work that we do. We can’t expect that the customer will be able to think through everything that we are doing. 
  • We will always be curious and willing to try out new things. We know that if it doesn’t work in the beginning, it will work if we have enough persistence and curiosity.
  • If we can’t do something or if we don’t know something, then we shouldn’t pretend that we can. We have to know when to say ‘no’ to contracts that don’t fit within what we are good at and what we do. 
  • We will be honest and candid about what we see. We will explain the world as we understand and see it.

In short, we will act: 

  • As if we are responsible for the work that we do 
  • As if we are responsible for the good and bad impact that our work has on people 
  • As if it is our responsibility to make sure that people understand what we are saying
  • In a way that is always trying out new things and testing the limits
  • In the best interest of all stakeholders, both the people who are paying our bills and stakeholders who are affected by the work.